State and Local Advocacy Manual (SLAM Book)

The National Health Care for the Homeless Council is pleased to make available online excerpts of the State & Local Advocacy Manual (SLAM Book), prepared by Kevin Lindamood, MSW, Health Care for the Homeless, Baltimore, Maryland, in September 1999. Topics include tips for integrating service and advocacy, examples of state and local advocacy efforts by HCH projects, pointers on how to build a press list and how to write a press release, and useful information for legislative advocacy - how a bill becomes a law, and how to facilitate effective meetings with your legislator.

• Introduction to Health Care for the Homeless Advocacy

• State & Local Advocacy at HCH Projects

• How To Build a Press List: Tips for Cultivating Positive Media Relationships

• How To Write a Press Release

• How a BILL Becomes a LAW

• Meeting with Your Legislator

An Introduction

"Think Globally; Act Locally." Although the Reverend Jesse Jackson's advice has become nearly cliché at the end of the 20th Century, the recent devolution of programs from the federal government to the states (and from there to even narrower localities) has forced everyone, including HCH projects, to further concentrate their advocacy efforts closer to home.

Why is advocacy needed? The answers are numbing. Today, now, this month, this year:

• Nearly 44 million Americans have no health insurance; perhaps a larger number lack access to basic health care services.

• Entitlements are quickly evaporating, forcing individuals and families to make impossible choices between food, shelter, clothing, and other basic human needs.

• The federal government will approve a military budget - something in the neighborhood of $260 billion - as large as all other discretionary spending programs combined, just as housing and health care programs face record cuts.

• Across the nation, cities are dismantling public housing facilities, replacing them with fewer units, raising the income caps for public housing eligibility, leaving thousands of our most vulnerable neighbors without a place to call home.

• The income gap between the poor and the wealthy continues to grow to unprecedented levels, with the top 1% earning more than the bottom 40%. Corporations achieve record profits as millions of American workers are unable to earn a living wage to support their families.

• In renewed attempts at revitalization, cities and counties continue to pass "vagrancy" laws and "anti-panhandling" ordinances, pushing the problems of homelessness and poverty into the hidden reaches of urban and rural landscapes.

• In the face of the most dramatic overhaul of the welfare system in sixty years, we see the privatization of poverty. Fewer poor welfare recipients. More poor workers, still unable to satisfy basic human needs. Growing numbers of families with no income whatsoever.

Too Busy to Advocate?

But these realities seem beyond our purview. We already juggle so many tasks and activities that we despair of finding time to address the abstractions of income disparities and shrinking public housing. Fortunately for those working at HCH projects, we have access to direct sources of motivation. Our work necessitates action. The HCH vantage point brings with it the responsibility to alter the direction of those public policies that produce increased poverty. The perspective we have acquired must be shared. The stories we hear must be told, even and especially to those unwilling to listen or unable to hear.

Why is advocacy needed now more than ever?

• Veronica and her children are being denied access to public housing because of her 10-year-old felony conviction.

• David, who suffers from schizophrenia, was thrown in jail last evening for sleeping on a park bench - his mental illness his only crime.

• 60-year old Charles can't control his hypertension while living at the mission.

• Michelle was discharged from the hospital this morning in a wheelchair and she doesn't have a place to spend the night or bandages and supplies to clean her wounds.

• You've been trying all day to find a detox center for Michael and he's sleeping again tonight beneath the entrance ramp to the expressway.

• This morning, Tony, Julie and their five-year-old daughter, Rachel, came to your clinic for shelter and medical care because Tony lost his job and Julie walks with crutches and they haven't had a place to stay in a week.

• The demand for HCH services is so great because clinics across the country are so full, we're turning even the neediest and most vulnerable away.

We all need to be strong advocates now. The alternative is frightening: current conditions are unconscionable as dysfunctional systems, misplaced priorities, and bad public policy entrap us all.

Health Care for the Homeless Projects Are Ripe for Leadership. Clinicians, administrators and organizers for HCH projects operate daily in clear view of the underbelly of poverty and social policy towards the poor.

Daily, we see the direct results of state and national policy for our most vulnerable citizens.

• When General Assistance programs were eliminated in Michigan and Maryland, for example, clinics in Detroit and Baltimore were inundated by people seeking assistance.

• Following passage of 1996 "welfare reform" laws, advocates in Atlanta and Los Angeles documented more homeless families who had previously been able to maintain a roof over their heads with state and federal assistance.

• As HMO requirements force more and more people to leave the hospital earlier and earlier, HCH projects see more individuals with multiple diagnoses discharged to their front doors with few or no options for aftercare.

• When communities across the country reduce the number of affordable housing units, we see documented increases in the number of persons finding themselves without a regular place to stay.

• When more people go without access to health care services, we see the exacerbation and complication of once easily treatable, "routine" health conditions.

Workers at HCH projects encounter perhaps our most vulnerable and disenfranchised citizens - real people negotiating the obstacles forced upon them by poverty. The stories kept by HCH projects are sacred stories, raw stories, real stories, beyond the bounds of stereotype, perhaps capable of transforming social policies and priorities if recited aloud by the strong in voice and the courageous in heart. We cannot afford to be silent.

"UPSTREAM" Thinking: The daily work of Health Care for the Homeless projects necessitates a shift toward "upstream" thinking. As writer and ecologist Sandra Steingraber explains, this image comes from a fable about a remote village along a winding river.

This manual is an invitation to walk up that river.

"Upstream" thinking fulfills our mission.

The Philosophy of the S.L.A.M. BOOK:

• Anyone can "do advocacy:" it takes neither special training nor an incredible amount of preparation. In fact, you've probably been "an advocate" for most of your life.

• Everyone should do advocacy: If one possess knowledge and experience that policy makers lack, then indeed one has a responsibility to share that information in pursuit of public policies which promote the well being of all members of society.

Advocacy is more art than science. Certain conventions and structures are nonetheless helpful to the advocate and this book does provide a modicum of convention, structure, and information in lists, tables and forms. It attempts to point you in the right direction for more detailed information to suit your specific advocacy needs. But the art, the leadership, the motivation is entirely up to you. Carry Your S.L.A.M. BOOK Upstream!

"To Do" Advocacy

What is Advocacy?

We often toss around the term "advocacy" as if we all had a clear understanding of what is meant by the term or what it means to "do advocacy." Particularly in a group of self-proclaimed "advocates" or among folks who consider themselves professionals in the field, little attention is paid to defining the term, as if everyone meant exactly the same thing; as if all advocates fought for the same cause or pursued the same results. During a recent discussion with a woman who makes her living in the field, she through up her hands and exclaimed: Advocacy is advocacy - it's that simple.

And while advocacy is a relatively simple activity, the term often carries with it a certain mystique. Sometimes we think that it must take something extra special to do this thing called advocacy and that, whatever it is, we must certainly lack that which is required to do it.

In actuality, advocacy is as basic as breathing.

The word itself comes from the root vocare: to call. Webster gives us a fine place to start when defining "the advocate:"

1. a person who pleads another's, or one's own, cause

2. a person who speaks or writes in support of something

Advocates call for justice, fairness, equality, more or less of something. They explain, translate, convince, argue, articulate, remind and direct change in thought, policy and action.

WE ALL KNOW HOW TO ADVOCATE:

A simple exploration of your childhood (or your child's childhood) will remind you that you've been an advocate for most of your life. A child practices self-advocacy the moment she screams with hunger, demanding that others attend to her needs.

Your ability to advocate - to plead and to speak, both for yourself and for the concerns of others - most likely developed long before the age of ten.

No matter the age we sharpened the skill, we all have the ability to advocate.

Employees of HCH projects have long advocated on behalf of individual clients. You are in fact "doing" advocacy whenever you:

• Call a shelter to explain why a client's mental illness should not keep her from having a place to stay for the evening.

• Ask that a hospital social worker develop a plan that is more attentive to the needs of your elderly and disabled client

• Call the Department of Social Services to "straighten out" a client's assistance case.

• Explain to a friend the realities of poverty and homelessness.

In the midst of individual advocacy, HCH projects discover the need to overhaul entire policies, systems and priorities. Making the leap to "policy" advocacy doesn't negate the need for or the importance of advocating on behalf of an individual. Rather, in the leap to policy advocacy, one recognizes that if the systems were in place to provide adequate services, that individual - along with others like her - wouldn't be in a certain situation.

FOR EXAMPLE: An HCH Nurse Practitioner calls the YMCA and several missions to find shelter for a client. She is advocating that he be given a shelter bed for the night. She is unsuccessful and tries again the next day.

"If only there were enough shelter beds, Mr. X would have a place to stay tonight!" she says.

It is with this realization that she makes the leap to policy advocacy. Working to find a place for Mr. X. is indeed important. But by engaging in advocacy to encourage the city to increase the number of shelter beds, she can bring about improved and increased services for Mr. X, Ms. Y, Mrs. Z and the many others in need of shelter.

The National Health Care for the Homeless Council has arrived at a definition of "advocacy" for HCH projects:

In Organizing Health Services for Homeless People, Marsha McMurray-Avila provides a definition of advocacy certainly more relevant for HCH projects. The need for advocacy flows from the tremendous wealth of experiences, data and insight gathered by working with persons living in poverty and experiencing homelessness.

"Advocacy is the EDUCATIONAL process through which data, EXPERIENCES and insight are shared with those who craft PUBLIC POLICY so that they may make informed decisions.

What is Policy?

There are all sorts of "policies" and just as many organizations that develop them. Membership organizations, such as the National Health Care for the Homeless Council, have policies. Places of employment develop policies. Even families set policies for their children (though they're usually not written.) Public policies are set and enforced by those with the power to do so in a given society. "Rules" and "laws" are not necessarily "policies" in and of themselves, though rules and laws certainly contain policies and are written to support a given policy or set of policies.

For example, the federal government has set the policy that there is a minimum amount that all workers should earn per hour. This is called a "minimum wage" and we're all familiar with it. Laws and regulations then set that amount and outline the consequences one faces for not following the policy. Advocates for a "living wage" favor a policy shift from a "minimum wage" to a "living wage" which guarantees that a worker earns enough to satisfy basic human needs of housing, food, and clothing.

Policies have three things in common:

1. Policy is Written:
   This is particularly true regarding public policy. Policies must be written down. They may not exist in a clear and concise "policy statement," but policies can be discerned from rules, laws, guidelines and regulations.

2. Policy is Approved by Legitimate Authority:
   In a family, the "legitimate authority" is most likely one or both parents. For a corporation or a nonprofit, it's usually the board of directors. The "legitimate authority" for local, state, and federal government is divided between elected and appointed officials in administrative, legislative, and judicial branches. They approve policies, though citizens can have substantial input in creating them.

3. Policy is a Guide to for Further Action:
   Policies determine a general direction or course. For example, if the leaders of a local Housing Authority set a policy to refrain from constructing new affordable housing units, most of their activity may be directed toward the construction of "market rate" units or the rehabilitation of existing structures. When we want an institution or a government to follow a different course, we advocate for a change in policy direction.

The Shift from Individual to "Policy" Advocacy

McMurray-Avila's definition contains the obvious and necessary jump from "individual advocacy" to "policy advocacy." HCH projects work intimately with individuals, advocate on their behalf, collect the information from hundreds and thousands of individual clients and then share that information with those who craft public policy. In fact, all of our individual advocacy work contains relevant questions and issues for policy advocacy. Consider the following examples and then think of examples from your own work.

Uniting "Crisis" and "Upstream" Thinking

Just as HCH projects learn to add policy advocacy to individual advocacy, so too could HCH policy advocates add "upstream" thinking to "crisis" thinking. As we approach the 21st century, it becomes increasingly clear that homelessness is not the primary problem facing the individuals with whom we work. The larger problem is poverty, of which homelessness is only an extreme symptom. While crisis responses to the realities of homelessness are indeed appropriate and necessary, HCH projects can incorporate "upstream" thinking by actively advocating for policies that stop the perpetuation of poverty.

• "Crisis" Policy Thinking: Homelessness is unacceptable. We must have policies that ensure all homeless persons have access to care and are adequately fed, sheltered, and clothed. Crisis thinking results in programs that are targeted to homeless people, more shelters, better delivery systems, regulations that account for the specific needs of folks who are homeless. These efforts respond to the immediate realities of homelessness.

• "Upstream" Policy Thinking: Homelessness is unacceptable, but poverty must be eliminated to end homelessness. "Homelessness" is not a characteristic of the individual, rather it is something that poor people may experience because they lack income and resources. Upstream thinking targets policies that prevent homelessness by promoting 1. Access to health care; 2. Affordable housing; 3. Jobs that pay a living wage.

[See Mary Ellen Hombs, "Reversal of Fortune" for a further explication of this issue.]

WHO MAKES PUBLIC POLICY THAT AFFECTS HCH PROJECTS?

The following sections - Who Makes Public Policy; What Does HCH Advocacy Look Like; and How do You Balance Advocacy & Direct Service - are excerpted from Organizing Health Services for Homeless People with minor editorial and major formatting changes made by the editor of the S.L.A.M.BOOK.

In order to know where to most effectively direct educational advocacy efforts, it is important to understand how public policy is made. At all levels of government the basic policy responsibilities are divided into:

1. legislative policy that sets parameters for funding authority and goals for legislation;

2. administrative policy that sets regulations and guidelines once laws are made; and

3. judicial policy that interprets legislative and administrative actions.

The legislative responsibility at the federal level lies with Congress. At other levels of government the title of the legislative body may vary, but in general,

• the equivalent at the state level would be the State Legislature,

• at the county level the County Commission, and

• at the city or municipal level the City Council.

Each level of government also has its executive/administrative branch including the elected leader (President, Governor, Mayor, etc.) and appointed or employed administrative staff.

Why is it important to understand these distinctions?

• Different policy is determined at different levels.

• Asking the executive branch to change legislative policies may not only waste energy, but could alienate potential friends and supporters.

• Directing requests to the legislative branch for changes in specific regulations that were determined administratively, rather than legislatively, can also be unproductive. Advocacy should consist of educational efforts judiciously directed to the people who have influence over the decisions and policies in question.

It also helps to know that those who work for the legislative and executive leaders often have a great deal of influence on how policy is made, especially with regard to how policies and legislation are written.

Developing good working relationships with legislative aides or administrative staff can be a very productive use of time.

WHAT DOES HCH ADVOCACY LOOK LIKE?

Contrary to the stereotypical images of lobbyists in smoke-filled rooms wheeling and dealing with legislators, advocacy in the HCH context consists of finding effective ways to inform policy-makers about issues concerning homelessness and health.

1. EDUCATION: First of all, it is important to have accurate, up-to-date information on the issue in question and that supports the position you are taking.

   • This is where the results of different kinds of evaluation studies can prove useful.

   • It is also valuable to have data that have been collected from more than one HCH project, for example, studies on the effects of managed care on homeless people or the effects of changes in SSI legislation. Data of this type, once collected, can be published in reports with copies sent to policymakers, as well as the media.

2. USE OF MEDIA: Media advocacy can be a powerful tool for disseminating information and garnering public support for your position.

   • The simplest form of interaction with the media is probably a letter to the editor, responding to a recent local or national situation that relates to your issue.

   • An "op-ed" is a longer article on the editorial page that offers an opportunity to present more detail regarding the issue, providing examples from your own project and/or national studies.

   • If the issue is timely and considered "newsworthy," it is also possible to get media representatives to develop a human interest story that illustrates the point you want to make.
     
     An important caveat regarding media advocacy is that your organization's position on the issue in question must be clear, and in some cases formally approved by your governing body. An individual staff person with a microphone in front of him/her expressing his/her own personal opinion regarding the issue - which may or may not be well-informed or accepted by others in the organization - can sometimes do more harm than good.

3. CLEAR POSITION STATEMENTS: It is better to proactively develop clear position statements for the organization, than to try to reactively do damage control later.

   • It is also helpful for the organization to identify the spokespeople for particular issues. It may be that the executive director is the most appropriate person to respond to a legislative issue, but the medical director is the spokesperson for questions regarding health care issues.

   • However it is configured, all staff and board/advisory committee members should be aware of who the spokespeople are, in case they are contacted by the media.

4. DIRECT INTERACTION: In terms of direct interaction with policy-makers, there are several strategies useful for HCH projects.

   • Don't Wait - Start Now: A basic principle from the "friendraising" approach is that you should not wait until there is a problem or even a particular issue to address before getting to know your legislators or the appropriate administrators at all levels of government.

   • Schedule a Visit: An introductory visit just to let the person know about your project - what services you provide, where you provide them, who your clients are, etc. - will lay the foundation ahead of time for a helpful response when you need to contact the person regarding a particular problem or issue.

   • Issue an Invitation: Even more effective than visiting the policy-maker's office is inviting that person to tour your project. Seeing first-hand what you do will leave a stronger impression than even the most compelling fact sheet or beautiful brochure.

   • Subsequent contact with a policy-maker's office may then be either in person - group visits from staff, clients and board members are effective with legislators - or through phone calls, letters or faxes. Some of this contact may be the result of an individual project's issues, or in response to action alerts sent out by local, state or national advocacy groups.

   • Develop a System: With regard to the latter, it is helpful to have some kind of network in place for responding quickly to such alerts. Phone trees, fax trees, etc. are common approaches to moving the information quickly and allowing for a rapid response to breaking issues.

   • Testify: HCH staff may also be asked to provide their expertise during the legislative or rule-making process. This could entail testifying in front of a legislative committee or at a regulatory hearing.

   • Draft Legislation: If you have a good working relationship with legislative or administrative staff, you may even be asked to assist with drafting legislation or regulations, or to review and comment on drafts before release.

Throughout all of these advocacy activities, it should never be forgotten that being polite and respectful will go a long way toward developing productive working relationships that result in support for your issues.

HOW DO YOU BALANCE ADVOCACY AND DIRECT SERVICE DELIVERY, AND WHO SHOULD DO HCH ADVOCACY?

The collective and individual voices of people who work with HCH projects are essential to advocating for systemic changes to improve the lives of people who are homeless. However, even though HCH projects are such natural sources for advocacy, the irony is that there are several actual or perceived limitations:

• Feeling Overwhelmed: HCH staff members are so overwhelmed trying to provide services and maintain the organization that little time is left to devote to advocacy.

• Many Complicated Issues: Compounding the problem of limited time is the overwhelming number of issues that must be monitored and actions that must be taken on several fronts simultaneously. Few HCH projects have the luxury (although it might be seen as a necessity, rather than a luxury) of employing even one person devoted to monitoring crucial issues and mobilizing action within the project.

• "Biting the Hand that Feeds:" Another limitation for many projects is perceiving themselves in the awkward position of "biting the hand that feeds them." If projects receive public funding and yet see the necessity of taking a stand on a particular policy issue, they may find themselves in conflict. One of the best ways to resolve that perception is to return to the perspective of advocacy as education, "friendraising" and relationship-building. Projects can present themselves as "partners" with the public agency from whom they receive funding, and present their concerns regarding policies or programs as vehicles for working together to improve those policies and programs for all parties.

Who Should "Do Advocacy"

The question of who should do HCH advocacy work may be addressed by the integration of advocacy and direct service. Staff, clients, board members, and administrators all make powerful and natural advocates.

Involving direct service staff in advocacy activities:

• Adds weight and credibility to the positions being presented;

• Serves as a mechanism to counteract burn-out in staff. Working with people who are homeless can be incredibly frustrating for staff when the resources needed are beyond the control of both staff and clients. Advocacy can offer staff an opportunity to channel their frustration into positive energy for making changes in the system and creating or maintaining necessary resources.

Involving persons experiencing homelessness in advocacy efforts:

• Can add even more credibility, and while sometimes difficult to orchestrate, can be an extremely rewarding and empowering experience for all involved.

POLICY ADVOCACY IN PRACTICE:

Three Archetypes

A recent survey of National Health Care for the Homeless Council (NHCHC) members reveals a broad range of understandings and perceptions about advocacy. Even a cursory glance at survey responses reveals different understandings about the organizational practice of advocacy.

In general, there are three archetypes, three ways of understanding advocacy, the role of the advocate, the relationship between advocacy and direct service, and the extent to which advocacy is or ought to be incorporated into the work of the agency.

A word of caution: the following archetypes do not represent individuals or agencies. The trick, of course, is to pursue less of the first two and more of the third. The following are offered to guide your thinking about the integration of service and advocacy and to assist you in steering clear of thinking that prevents integration.

• Modular Advocacy: If you've ever found yourself saying I don't have enough time for advocacy or if only I had more staff, I could do advocacy, then you may be guilty of modular thinking. And we all fall into the modular trap from time to time. Here, "Advocacy" is perceived as something extra, over and above, added-on to the "real" or "more important" work of the agency or individual. With this way of thinking about advocacy, it frequently becomes a burden, something to get through, a requirement to satisfy.

• The Advocacy Aristocracy: With limited staff time and the growing demand for direct service, the role of the advocate often falls to the administrator, the executive director, the president & CEO, or (if agencies are able to afford one) the full-time policy advocate. This is frequently a logical step, particularly for agencies with limited staff. The agency administrator or "full-time advocate" is often the community representative and has many opportunities to educate the public, testify in favor of certain legislation, or to represent the agency in a grant application process. Problems begin when the executive or "full time advocate" acts as, or is perceived as, the only person responsible for advocacy. Again, due to incredible time constraints, we've all used this model of thinking from time to time: I'm the executive; I do the advocacy. That's her job. We employ someone to do that.

• Integrated Advocacy: The integration of service and advocacy is the hallmark of HCH projects. In this (albeit "ideal") model, all staff members are involved in policy advocacy. The agency includes advocacy to end poverty and improve the lives of persons experiencing homelessness in its mission. Clients of the agency are given the opportunity to participate in advocacy activities. The board is integrally involved in contacting members of Congress, testifying where appropriate for policies which benefit the clients of the agency. Advocacy is "as important" as is direct service in the mission and daily work of the agency.

Integrating Service and Advocacy

The dearth of resources available to homeless health care providers, and the realization that larger forces are reproducing homelessness faster than it can be resolved, create three potential responses for agencies and individual staff: withdrawal, canalization, or praxis.

WITHDRAWAL may occur as agencies and staff become overwhelmed by their inability to meet even the most basic needs of their clients.

• Agencies and staff may lose their commitment to ameliorating homelessness, as their efforts yield no decline in the demand for their services.

• Individual staff may "go through the motions" until they voluntarily (or involuntarily) find other employment, perhaps outside the human service field altogether.

• Agencies may change their mission in order to work with less "difficult" populations or problems.

CANALIZATION may also occur in work situations in which the provider has little control over demand for her services and is given a proscribed set of tools to meet this demand.

• Constricting one's vision is a frequent response.

• The administrator may remind her staff to focus on a narrow mission ("Remember, we are a health agency, not a welfare provider.")

• The line worker does his best to limit discussions with clients to a small set of tasks ("I can't do anything about your housing; I'm here to work on your depression.")

• The staff often feel disempowered and work without zest or innovation . . .

A similar strategy entails refocusing an agency's mission upon success, or "helping those who want to help themselves."

• This generally involved the implementation of gatekeeping criteria that screen out the more complex - and difficult - clients.

• Shelter providers begin to require periods of sobriety prior to admission (this is frequently illegal, but the Federal Fair Housing Act Amendments and the Americans with Disabilities Act have rarely been brought to bear on this problem).

• Health care providers refuse services to "noncompliant" clients.

• Detoxification units refuse readmission to those who have "failed" in the past.

The demoralization of homeless service providers is not difficult to understand,
but the strategies outlined above are clearly not helpful.

The PRAXIST model posits a third alternative: integrating service and advocacy throughout an agency's structure and function in order to benefit clients and staff. The advantages of this model include:

• the ability to understand specific concerns of homeless persons and providers from a macrosocial as well as a clinical perspective;

• the pursuit of long term solutions while clients and providers are empowered; and delaying or avoiding withdrawal or "burnout."

• In addition, those who most need assistance are not reflexively screened out, and

• policy makers are enriched by the experience and expertise of providers and persons experiencing homelessness.

The praxist model requires the maximum feasible participation of staff and clients in all aspects of the life of the agency. This may be accomplished by means of a dual structure of:

1. Work teams (medical, mental health, social work, addiction, administration, etc.)

2. Task-oriented committees with representatives from each team (e.g., quality management, newsletter, HIV/AIDS).

    

   The teams and committees can be the loci for the identification of significant advocacy-related tasks. Client participation on the board of directors, in group activities including in-services and excursions to observe legislative activity, and contributions to agency newsletters can also promote advocacy activities.

Tips for Integrating Direct Service and Advocacy at Your Agency

Integrating service delivery and advocacy requires at least a modicum of staff education, a great deal of staff "buy-in" and administrative support, and an extra helping of patience. The following tips provide useful strategies for incorporating advocacy into the very form and structure of your organization.

• Incorporate a commitment to advocacy into the agency's mission statement. If you haven't already done so, bring up this issue at an upcoming next board meeting.

• Involve HCH clients in the project's board or advisory committee, and/or board committees that address advocacy issues, e.g., Government Relations or Public Policy Committee.

• Involve staff in the board committees that address advocacy issues. Have them serve as "staff" to the committee, assisting in setting the agenda, preparing minutes, etc.

• Develop a yearly Advocacy Agenda to define the major issues upon which the agency intends to focus. Staff, clients, and board/advisory committee members should participate in its development and the board/advisory committee should formally adopt it. Assign responsibility to individuals or teams for each section of the plan.

• Set aside time at each staff meeting and board/advisory committee meeting to discuss progress on the Advocacy Agenda, as well as other emerging advocacy issues.

• Include advocacy in the job descriptions of service providers. For example, you might require that 5 percent of the time of each provider will be devoted to advocacy.

• Incorporate advocacy issues into new staff orientation. Present to new staff relevant local, state, and national policy concerns and advocacy initiatives.

• Involve staff and clients directly in advocacy opportunities. Within reason, and without disrupting services, staff should have the opportunity to represent the agency on external boards, committees, work groups, and coalitions. Maintaining a frequently updated list and receiving reports from staff on this community participation assists in the identification of staff who may be under- or over-committed, duplication of effort (or contradictory efforts), and issue areas that may need more attention.

• Involve staff, clients and board/advisory committee members in response networks for telephone calls, faxes, and letter-writing campaigns.

• Join local, state, or national homeless coalitions, health care/welfare coalitions, and primary care associations. (See other sections of this manual for a list of organizations).

• Subscribe to the HCH Mobilizer. Distribute it to clients, staff and board members. Use the Mobilizer section of this binder to store your Mobilizers and advocacy responses.

State & Local Advocacy at HCH Projects

A review of "Standards" responses and advocacy surveys shows that NHCHC member agencies are integrally involved in their states and localities in pursuit of public policies that eliminate poverty and improve the lives of persons experiencing homelessness. The following is a brief review of advocacy activities at each of the NHCHC projects.

Our colleagues at Albuquerque Health Care for the Homeless worked through the Homeless Advocacy Coalition to advise local policy and planning efforts for homeless services. They were able to provide much-needed education on the needs of persons experiencing homelessness to the leaders of a downtown "redevelopment" effort. The executive director sits on an advisory council for the development initiative.

In addition to organizing a state-wide coalition to enact a single-payer health insurance system in Maryland, the folks at Health Care for the Homeless in Baltimore spent much of the year working with members of City Council to amend a downtown redevelopment plan which would have condemned their building and disrupted services. With stronger local relationships following this battle, they are now inserting issues of homelessness and poverty into this year's mayoral election with a very public voter registration campaign.

Our friends at the Birmingham Health Care for the Homeless Coalition are active in various state and local organizations (including their Primary Care Association!). They organized a community health fair and a local Comic Relief event and used each to increase community awareness to issues surrounding homelessness.

In addition to their ongoing efforts to influence public health care policy and to increase services and housing for poor people, the Boston Health Care for the Homeless Program focused their efforts this year on making Medicaid more accessible for homeless persons, decreasing the rates of mortality for persons living on the streets, and on tracking and addressing the effects of welfare reform for families experiencing homelessness.

In Chattanooga, the Homeless Health Care Center takes local political and community leaders on outreach and works through the media to educate the public on the needs of persons experiencing homelessness. "Site visits" under bridges and to park benches are an excellent strategy to influence policy makers.

The folks at Chicago Health Outreach were successful in advocating for state funding (following their participation in the federal ACCESS research demonstration project) to ensure continuation of comprehensive housing and supportive services to homeless persons with serious mental illness. Not only were they successful in getting a line item in the budget, they were also able to build legislative support and "transfer" the line item from one administration to the next! Not by any means a simple task.

In Denver, the Colorado Coalition for the Homeless has established the statewide Colorado Homeless Action Network (CHAN). It is now made up of over 450 people working to promote sound state policy. They issue "Action Alerts" to this entire network, mobilizing around state and federal policy. In 1999 they secured a $2 million increase in the budget for affordable housing and laid the foundations for a possible Medicaid expansion for folks with disabilities next year.

Care Alliance in Cleveland set about this past year to improve the community response to the needs of homeless women and children. They have met with state and local officials, clients and service providers and have taken the lead in efforts to improve coordination and expand services.

In the Buckeye State, Columbus Neighborhood Health Center set their community education machines in motion when "Not In My Back Yard" (NIMBY) forces opposed the placement of a substance abuse recovery program in a relatively affluent community. By attending council meetings, circulating petitions, phoning influential contacts and distributing literature, they were able to get support from the community.

Our friends in Motown at Detroit Health Care for the Homeless called in political contacts at the Mayor's Office, the City Council and the Department of Planning & Development in a successful campaign to restore $200,000 in CDBG money that had been eliminated the previous year. Last December, DHCH staff organized Detroit's first annual National Homeless Person's Memorial Day observance in collaboration with area churches, shelters and advocacy organizations.

The folks in Indianapolis at HealthNet Community Health Centers chose the formidable task of increasing access points for specialty care for persons experiencing homelessness in Indianapolis. Following extensive administrative advocacy, the largest hospital system in the state is negotiating with HealthNet to determine the ways it can best provide services to the city's most vulnerable population.

At Swope Parkway Health Center in Kansas City, the active participation of staff in local coalitions (and in positions of leadership within those coalitions) has resulted in increased local support of their agency. Following their participation in the local HUD Continuum of Care process, they received a number one ranking and a number 2 prioritization for supportive services for the community's HUD submission. Not only were they successful in securing funding for their services, but their ranking indicates strong education efforts to promote the importance of health care services to persons experiencing homelessness.

If you work for Homeless Health Care in Los Angeles, you're required to participate in at least one advocacy issue/coalition. If you're like most staff there, you participate in several. The agency's work with the Welfare Reform Coalition was particularly relevant this year as research confirms increases in poverty accompanying "reform." Staff was active in letter writing, public testimony, extensive use of the media and street marches and demonstration - all effective tools to impact upon public policy.

Due to the advocacy efforts of the Mobile Community Health Team in Manchester, issues of homelessness and affordable housing are included in the New Hampshire State health plan. They continue to work hard to educate shelter providers about the health needs of their guests, and (like many of us) they continue to pound the drums for increased dental services. Because of their work, state legislators are studying the (in)adequacy of Medicaid reimbursement rates for Dental services.

Governor Jeb Bush volunteered at Camillus Health Concern in Miami last Thanksgiving Day; staff members took advantage of the situation and arranged a meeting with the Governor this past Spring to discuss funding for substance abuse treatment and the needs specific to persons experiencing homelessness. The folks at Camillus also work locally to inform policy makers about homelessness.

In addition to letter writing, our colleagues in Milwaukee have learned that by participating in the HUD Continuum of Care process in their community and seeking to become a provider through the state's General Assistance Medical Program, they have been able to secure additional funding while advocating for systems which respond to the specific needs of persons experiencing homelessness.

In Nashville, our partners at the Metropolitan Health Department completed and distributed their 111-page document, Voice of the Homeless: Nashville - Davidson County. They used it to provide education to policy makers and the larger community.

The social and political environment in Newark mirrors that of major cities throughout the country. New market-rate homes, new sports complexes and commercial developments are overshadowing issues of homelessness and poverty throughout the community. The Newark Health Care for the Homeless Project serves on the Mayor's Commission on the Homeless and has formed linkages between city developers and homeless service providers to bring about greater inclusion in planning processes.

The hard-working folks at Care for the Homeless in New York City effectively use a coalition-building strategy. They target over 11 pre-existing state and local coalitions already involved with policy development and implementation and work to place the issues of folks experiencing homelessness on the agenda. They have focused their efforts on issues of Medicaid managed care, HIV/AIDS and state/local "welfare reform" implementation.

At St. Vincent's Hospital in New York City, Dr. Phil Brickner, a founder of the HCH concept, rarely fails to respond to a Mobilizer action request. He and the staff produce letters to Congress and the Administration at an admirable rate. And they never fail to send a copy to the NHCHC office in Nashville.

In Philadelphia, the Health Care for the Homeless Program opposed the city's Sidewalk Ordinance - a business community effort to "clean up" downtown. Though the ordinance passed, HCH staff now sit on the Mayor's "Sidewalk Ordinance Task Force" to monitor the adequacy, accessibility and availability of services in the downtown area.

The Phoenix Health Care for the Homeless Coalition of the Human Services Department has been integrally involved with the National Welfare Monitoring and Advocacy Partnership - collecting local welfare reform data and feeding it into a national system to inform future public policy. Also, utilizing their place in local government, they managed to insert the needs of low-income persons into the city's housing debate. Specifically, they demonstrated the need to maintain single room occupancy (SRO) units in the downtown area.

In addition to successful advocacy to expand eligibility criteria to make persons living in shelters eligible for state assistance, our colleagues at Grace Hill Neighborhood Health Centers in St. Louis worked with members of the state House and Senate to pass state FQHC regulations that allow reimbursement at 100% of reasonable cost from Missouri Medicaid. They now lend their experience to national efforts to ensure FQHC rates that reimburse providers for their actual costs.

Wasatch Homeless Health Care in Salt Lake City works with nearly a dozen coalitions or state agencies to promote policies which end homelessness. The folks at Wasatch work collaboratively with a local advocacy organization that has recently prioritized the education of decision-makers about poverty issues. They are currently involved in efforts to collect data - numbers of persons leaving welfare; numbers requiring food pantry assistance, numbers uninsured - and plan to use this data to impact upon public policy.

Deep in the heart of San Antonio, the staff of El Centro Del Barrio listened to the concerns of a formerly homeless consumer board member who documented three instances in which persons were denied care (for which they were eligible) at a local hospital. Through testimony, face-to-face negotiation and administrative advocacy, they improved access to health services and eliminated the prescription fee for persons experiencing homelessness. They also continue their efforts to insert issues of homelessness and poverty into the SIRP planning process of their local Primary Care Association.

Advocates in San Diego at the Health Care for the Homeless Project actively collect data to document the inadequate number of emergency shelter beds in the community. They are also quite involved with their Primary Care Association and Legal Aid society to promote access to care and state benefits for legal immigrants. This includes monitoring local governmental efforts to discourage immigrants from applying for the help for which they are eligible.

Over in the City by the Bay, the folks at the San Francisco Department of Public Health jumped headlong into the local policy arena by opposing an initiative to take away shopping carts from persons experiencing homelessness in the downtown area. Through participation in the "Homeless Shopping Cart Task Force" and by attending Board of Supervisor meetings and local strategy sessions, they continue to involve homeless people, merchants and residents in efforts to oppose the ordinance and promote policies that end homelessness and poverty rather than those that seek to hide them.

Up and over in the great Northwest, the Health Care for the Homeless Network in Seattle derailed attempts to prevent implementation of the settlement of a recent Homeless Children's Lawsuit. Through their legislative efforts and by encouraging the advocacy efforts of coalition members, a bill that ensured care and services for homeless children passed the state legislature while a bill that would have undermined the outcome of the lawsuit was defeated.

Demonstrating strong relationships with their legislators, the folks at Venice Family Clinic were the primary authors of AB1253, a bill in the state legislature which would establish a pilot program to provide managed care for working poor families. They have identified supporters at the capitol who are trying to "push" the bill through to passage.

Providing a clear example of local advocacy to ensure competent implementation of a federal initiative, Unity Health Care in Washington, D.C. worked to ensure that the local health department used unique identifiers rather than names to comply with CDC tracking requirements for persons living with HIV/AIDS. The folks at Unity have also emerged as leaders in the local Jail Diversion Program - an attempt to connect mentally ill patients to needed care rather than incarcerating them.

How To Build a Press List: Tips for Cultivating Positive Media Relationships

Developing a list of media sources responsive to issues of homeless and poverty is more involved than simply assembling a list of names and numbers, though that's precisely where you should begin. A good press list is an ever-evolving work in progress, built over time through relationships with reporters and news agencies. With a little care and feeding, you can maintain a list of current media sources upon which you can call publicize your event and to increase public awareness on issues of homelessness and health.

1. Begin at the Beginning: There's no hard and fast formula to achieve positive media relationships. Grab a pencil. Pick up the phone. Get going.

• Scope: Is your focus local or state-wide? A state list is a formidable task. Begin with a manageable area - say a city list. Many newspapers in larger cities also have formal arrangements to share stories with other newspapers throughout the state.

• Explore All Possible Sources: Don't limit yourself to two or three "major" news sources. Often the smaller presses and stations reach considerable audiences.

• Assemble your working press list: Write down agencies, contact names, phone and fax numbers. This will be a work in progress that will change over time. Don't hesitate because you feel you haven't found the right contact at a news agency. Make your best judgment and change your list as you gain more information. Your ultimate goal is to identify one or two responsive sources at each agency.

2. Stay in contact: Reporters are busy people with many, many contacts and constituencies competing for their attention. Stay in touch. Remain in their focus.

• Invite reporters to your events.

• Follow up with thank you calls or a note if they attend an event or cover your story.

• Contact them when you have new information to see if they might be interested.

3. Program a press list on your fax machine: A pre-programmed list of fax numbers will greatly decrease the amount of time it takes to get out a release. If you have a working relationship with a reporter, send it to his/her attention.

• Send press releases to publicize unusually high encounter numbers at your clinic, recent research findings, policy statements, press conferences, etc.

• Send press releases at least one week before your event if at all possible. If you have updated information, send an updated release two days before the event.

• Send press releases two or three days before an event, if you have minimum planning time or need to hold a conference immediately.

4. Pay attention to the news: If you're going to make effective use of the media, you have to use it. Read it. Listen to it. Watch it.

• If you do this already, you're well ahead of the game.

• If the media turns you off and you do your best to avoid it, suck in your gut and put your quarter in the newsbox. Quickly, you'll develop a feel for spin, for what the media in your area considers "news-worthy."

5. Don't abuse your press relationships: Developing a positive working relationship with members of the press will be a rewarding experience. Once reporters get to know you and have an understanding of your work, they may even contact you for your "reaction" to an event or issue, or to seek a public comment. However, don't abuse the relationship.

• If you invite them to an event, do your best to ensure meaningful content or a decent public turn-out.

• Don't waste their time or send constant releases that lack immediacy.

• Be careful with information you might not wish to make public.

How To Write a Press Release

Step one in assuring decent media turnout for your event is to write a relevant and engaging press release. Press releases typically follow a standard format (explained on the next page). When writing the text of your release, consider the following tips:

1. In the first paragraph, you should answer five questions for the reporter:

   • Who? Who is doing the event?

   • What? What is the event or situation?

   • Why? Why should I care about this?

   • Where? Where will it take place?

   • When? When will it take place?

   Organize these elements according to what seems most newsworthy, as well as what seems the most important elements of the announcement. In journalism, this is called the inverted pyramid - beginning with the most important information and ending with the least important.

2. Use a headline: If you can come up with one, a short punchy headline in bold print directly under your FOR IMMEDIATE RELEASE heading can be used to capture attention in much the same way that headlines are used in the newspaper. Some examples:

   • Homelessness Increases Under New Administration

   • Health Commissioner Favors Universal Health Care

   • "New Deal" Bad for Downtown

3. Begin with a "hard" lead sentence. This means that it should be a hook, something that grabs the reader's attention and makes them want to read on. It should be direct, to the point, and should summarize the news-worthiness of the entire story. Some examples:

   • "A new study by Health Care for the Homeless shows dramatic decrease in public housing under new administration."

   • "The City Health Care Commissioner joins Health Care for the Homeless in calling for a Universal Health Care System."

   • "On Thursday evening, 500 homeless advocates will pack City Council chambers to oppose CC99-185, the so-called "Safe Downtown" ordinance."

4. Use a quote: It is customary to use a quote in the second or third paragraph. Choose a high-level person in your organization: Executive Director Joseph Johnson states, "We are proud of the growth of our organization, but we are outraged that misguided federal policy continues to force more and more of our friends and neighbors to the streets." If possible, also use a quote from a client of the organization in support of the event or in support of (or opposition to) the announced policy.

5. Keep paragraphs (and the whole release) short and to the point. There is no shortage of press releases out there, and the longer the release, the less of a chance it will be read. Remember, you are competing with every other community organization that thinks their story is wonderful, too. The most important supplemental information should be presented in the second and third paragraphs. Often, a reporter only reviews the first three paragraphs to judge the news value of a release. If he/she is not impressed with what's there, the release gets discarded.

6. End with a paragraph about your organization: This is intended to provide background information to the reporter. "Health Care for the Homeless provides comprehensive medical, mental health, social services and addiction treatment to men and women throughout the State, etc."

7. Review the flow of the information and how it all ties together. Don't use technical or policy terminology that may not be relevant to someone outside your agency. Let a friend who knows little about the specifics of the event read the release to assess clarity.

Formatting Your Press Release

Date:
For More Information:

FOR IMMEDIATE RELEASE

HCH Projects Receive $260 Billion Allocation from Federal Government

• Use 8 1/2 x 11 paper.

• Use 1 1/2 or double spacing for maximum legibility.

• Use a minimum of one-inch margins on each side of the page.

• Use a Bold typeface for the headlines to draw attention.

• Capitalize the first letter of all words in the headline (with the exception of: "a", "an", "the", or prepositions such as: "of", "to", or "from"). The combination of upper and lower case makes it easier to read.

• If you can, keep it to ONE PAGE.

• If you must use two pages, don't carry one paragraph over to the next page.

• Use only one side of each sheet of paper.

• Use the word "more" between two dashes and center it at the bottom of the page to let reporters know that another page follows.

• Put the date on the upper-left.

• Put For More Information: (and the contact name & number) on upper right.

Use three numbers symbols immediately following the last paragraph to indicate the end of the press release: # # #

How a BILL Becomes a LAW

"It's a P2C 2E. A process too complicated to explain."  - Salman Rushdie, Haroun and the Sea of Stories

Though it may sometimes seem like a process far too complicated to explain, the process through which a BILL becomes a LAW allows the advocate many opportunities to:

• educate those who establish law and

• influence public policy towards our most vulnerable citizens.

The Process in General:

Just to make it difficult for advocates and writers of advocacy manuals, the intricacies of the legislative process differ from state to state. For the most part, the differences are not dramatic; the concepts are similar across state lines. In order to ensure that issues of poverty and homelessness are adequately addressed within the legislative session, it is important for advocates to familiarize themselves with the specifics of the process in their state. (Consult your state website, found in this manual or on the accompanying "brief sheet" for your state.) Following each step are several possible ways one might intervene:

IDEA: Legislators aren't the only folks who have legislative ideas; and they certainly aren't the only source of bills to improve your state. Ideas come from concerned citizens, coalitions, agencies, public and private institutions. Your legislator is the designated person in your district to assist you in translating ideas into bills and introducing them to the appropriate legislative body for public discussion.

• Get to know your legislator: Bring ideas to your legislator ahead of time. Discuss problems your clients experience and explore ways to intervene legislatively in an upcoming session.

  • Write letters;

  • Schedule a visit;

  • Invite your legislator to your clinic.

• Find out what will be introduced: Ask your legislators what they plan to introduce in the coming session. Discuss with them how a potential law would impact upon your clients.

• Get together with a coalition of agencies and prepare a bill for introduction into the legislature. Find a legislator willing to introduce/sponsor it.

• Find the people who draft bills and do research for the legislators: sometimes advocates can shape bills by educating these "behind-the scene" staffers.

BILL: History, convention, and etiquette all play a role in transforming an idea into a bill suitable for introduction in the state legislature. You can review lists of bills that have been introduced by visiting the "legislative reference" department at your capitol or by consulting your state's website (more and more states allow access to the full version of all bills on-line.)

• Co-Sponsors: If you support a certain bill, talk with your legislators about "signing-on" as a co-sponsor of the legislation. This can be done through the postal service or by calling the staff of your legislators to seek support.

• Distribute the bill to others and gather comments. Share these comments with your legislator(s).

FIRST READING: A bill can be introduced by a member of the lower or upper chamber (unless you are in Nebraska). This is typically known as the bill's first reading. Generally, a committee referral soon follows, but in some states, the SECOND READING immediately follows the first - before committee assignment.

• Find out how the bill was received: Consult with a legislator after the bill's first reading and see if she knows what potential problems might be anticipated in passing (or defeating) the potential legislation.

COMMITTEE REFERRAL: After the bill is introduced and "read" to the assembled body, the bill is assigned to a committee, typically by the House Speaker or Senate President. Bills are usually matched with the appropriate committee (i.e. a housing bill with the Housing Committee), but this is not always the case. You can call the office of your state legislator or consult your state's website to determine the committee to which the bill is assigned.

• Determine the committee to which the bill has been referred. Find out who's on it. Target your advocacy/educational efforts to those legislators.

• Attend the hearing: The committee is usually required by law to hold a public hearing. Make sure you find out about it. Learn the procedures for testifying. (This often differs from committee to committee. Some committees ask that you call to sign-up ahead of time; others accept written testimony first; still others ask that citizens "sign up" to testify the morning of the meeting or an hour or two before the committee meeting begins.)

PUBLIC HEARING: Committees are usually required to hold public hearings on all bills under consideration. Hearings are announced in advance. This is your chance to insert into the public record your support of or opposition to a particular piece of legislation. In some states, one must contact the office of the committee chair to schedule testimony. In others, everyone who shows up at a public hearing is given the opportunity to testify.

• Testify: Prepare a brief statement in support of, or in opposition to, the bill in question. (Remember, brevity is golden - legislators often hear hours of testimony; if yours is brief and to the point, they are more likely to remember it.) Be natural and sincere; let your legislators know what you think.

• Bring individuals who have first-hand experience: Take a social worker or a nurse to testify concerning a bill that would impact upon their work or those they serve. Bring clients of your agency who would be affected by the bill in question. This is particularly helpful if you testify often and are fairly well known by your legislators - bring others to give your legislators a fresh perspective.

• Mobilize a crowd: Bring a crowd to the hearing, particularly in the case of a bill you STRONGLY support or STRONGLY oppose. Numbers often speak far more clearly than your words.

COMMITTEE REPORT: The bill is reported back to its place of origin (House or Senate). This is often known at the bill's SECOND READING. The committee presents the changes it has made. In some cases, additional amendments may be offered from the floor at this time.

• Identify legislators to propose amendments, especially if your concerns were not addressed in the committee.

• Determine the status: You can consult a website, your legislator's office, or the committee staff to determine the status of the bill. Was it moved to go to third reader? Was the bill defeated in its second reading?

THIRD READING: A bill is usually read a third time before a vote is taken. In most states, this takes place at a meeting following the one in which the bill was read a second time. Rarely is a bill read a third time immediately following the second reading (this is usually prevented by law unless a special vote is taken).

• Get ready to do this all over again in the other legislative body (unless you are in Nebraska). Start identifying supporters and individuals in need of targeted education.

• Communicate with the Governor: Bring the legislation to the Governor's attention. If you oppose a piece of legislation, it might be a worthwhile effort to seek the Governor's veto.

PASSAGE OR DEFEAT: If a bill passes, it then goes to the other legislative body and the complicated process begins all over again.

RECONCILIATION: If the chambers pass two different versions of a bill, the differences are typically reconciled in a special committee.

• Consult with a legislator on the committee to follow the reconciliation process.

• Get involved in the reconciliation process if possible. In some states, the meetings are closed. Rarely is public comment invited; however, meetings are always a good time to "run into" your legislator and advocate if you strongly favor or oppose a certain provision.

GUBERNATORIAL ACTION: Once a bill is passed in both houses, it then goes to the Governor for her signature or veto. States have a wide variety of laws about the number of days a Governor has to take action on a bill before it automatically passes or, in some cases, disappears into nothingness. Consult with the "legislative reference" office at your state capitol or check the rules on the website.

Other information helpful for legislative advocacy:

• When does my legislature meet?

• What's the party breakdown?

• Who sits on the key health committees in my state legislature?

Meeting with Your Legislator
A Brief Guide to Advocacy & Education in Your State Capitol

You know the one about law and sausage. While there is indeed something unpleasant about the way either is made, a visit with your state capitol provides you the opportunity to get acquainted with your legislators, to provide them expert information on issues of homelessness, and to directly impact upon the policy-making process. This guide will equip you with the information and strategies necessary to facilitate effective meetings with your legislators.

SCHEDULING A VISIT:

1. Call in Advance: Ask to speak with the staff person in charge of a certain topic area (ie. Health Care; State Disability Programs, etc.) or with the legislator's scheduler. Let them know when you will be in town. Tell them the approximate size of the group you expect to attend the meeting.

2. Follow-Up with a Letter: Always follow-up the phone call with a letter from your organization. In the letter:

   • Re-state the date, time and number of people to expect.

   • Briefly explain the topics you wish to discuss. (We wish to discuss possible co-sponsorship of a bill which would ensure access to health care for everyone in our state.)

   • Be sure to note why this issue is important to you ("Our clinic sees over 50 people a day who are uninsured.")

THE VISIT:

RELAX: You are about to embark upon one of the most basic activities of our system of government: a dialogue with your elected representative. And while you bring neither meal tickets nor gifts, you nonetheless represent a constituency wielding a most valuable legislative commodity: votes. You understand the issues you are presenting. You have information your legislators need to hear and understand. You are responsible for setting the tone of the relationship.

BE ASSERTIVE: Remain calm, confident and polite throughout your visit, but don't be timid or silent. Tell them what you want and why it's important to you and those you represent. You are not interrupting them. Be courteous, but DO NOT BE INTIMIDATED. They, after all, work for you.

BE ON TIME: Your legislator will probably be late. Expect that. But you should be prompt & prepared.

STRATEGIZE: Before you meet with your legislator, develop a game plan with those in your group.

• Know the agenda: Which issues will be brought up, by whom and in what order?

• Plan for everyone in your group to participate.

• Know the arguments: Read the policy papers and review them with colleagues who may be attending the meeting with you.

• Is someone in your group from the legislator's jurisdiction? Identify yourself and use that to your advantage: legislators think locally.

• Have the specifics available: To what precisely do you want your legislator to commit? Suggested actions for Members of Congress are included in the summary sheet.

DURING THE MEETING: Like any good story, a meeting with your legislator has three main parts: an introduction, a main body, and a conclusion.

I. Introduction: Introduce yourself and the agency/individuals you represent. File yourself in your legislator's mind not as just another "concerned citizen," but as someone who represents a number of voters from her district. You are someone who can hinder or help your legislator. Come across as one who wants to be helpful.

II. Presentation of Issues: Allow time for each of the issues you wish to discuss. Keep control of the agenda. Don't be rude, but gently guide your legislator back to the issues at hand if the conversation veers off course.

III. Conclusion: Seek specific commitments or actions from your legislator. This might include co-sponsoring a bill, helping to pass or defeat certain legislation or some other action on behalf of those you represent.

HOW DO I RESPOND?

What if my legislator agrees STRONGLY with my position?

• Thank her

• Ask her to take a leadership role on the issue

• Ask her for names of others with whom you should speak

What if my legislator agrees with me?

• Thank him

• Ask him if he would be willing to help move certain bills through the legislature

What if my legislator is undecided?

• Present your argument as clearly and concisely as possible

• Determine the nature of her reservations and get back to her with additional information

• Don't press her further

• Arrange to have someone get back to her

What if my legislator is opposed?

• Determine the nature of his concerns and the strength of his opposition;

• Politely address his concerns - but don't spend too much time trying to move the immovable;

• Thank him for his time.

REMINDERS

• Keep track of responses. Assign one person to record the legislator's responses and commitments.

• Tell the truth: Don't give false or misleading information to a legislator. If you don't know, tell them you'll get the information and get back in touch.

• Follow-up: If you tell your legislator you'll get back in touch, be sure you do so. Send a note the week following your visit, thanking your legislator for meeting with you.

• Don't burn bridges: No matter the outcome, leave the meeting on good terms with your legislator Even if you disagree with your legislator on this issue, she may support you on another matter in the future.

• Tell real-life stories: Employees of HCH programs typically have real-life anecdotes that powerfully illustrate the importance of specific legislation to the daily lives of real people. Use those stories.

• Don't be disappointed if you talk to an aide: Many times, your legislator might not be available and you may talk to an aide or legislative assistant. Don't be discouraged or dismiss this as unimportant. Often an aide or assistant has a direct line to the legislator and can wield a great deal of influence. Make friends with the legislator's staff members. They can be your greatest allies.

• BE POSITIVE: ENJOY YOUR TIME IN YOUR STATE CAPITOL.

• Build long-term relationships: Some of the most effective relationships with your legislator are those cultivated over time. Seek to communicate with your legislator many times throughout the year.

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